The auditor needs all kind of information about the organization to conduct a management audit. To get accurate findings, it is necessary to gather the relevant data.

Objectives

• Know the company's primary goals.
• Describe how the objectives are divided up among the various management levels.
• Definition of goals in terms of quantity and physicality.
• Examine the system to review the goals in light of the new circumstances.
• Conversion of goals into practices and policies.
• The management must understand the goals.
Planning
• The company needs an effective planning system.
• Check to see if the suggested ideas are short- or long-term.
• Plans ought to be relevant to the business's goals.
• Accomplishment of current goals. Change of planning if necessary.
• The steps for creating budgets A large group of people involved in budget creation.
• Whether or not the management received the budget.
• The functional managers' dedication to the goals.

Organization

The following audit techniques may be used on an agent's balance-

• The party in question needs a clear organizational structure.
• The auditor needs to see the organizational hierarchy.
• A number of managers who report. The capacity of the organization to meet its objectives.
• Efficiency of employees for the organization's advantage.

Control

• Kinds of controls applied in the workplace.
• Plans must be connected to controls. The number of controls.
• The required controls must be communicated to the various management levels.
• Controls must be periodically evaluated.

Functioning Sectors

A thorough understanding of the actual performance of many functions is necessary for management audit.

• Purchase- Methods of purchasing, quantities acquired, issues with procurement, approaches to dealing with non-compliant suppliers, etc.
• Production- The volume actually produced at various times, as opposed to policy production schedules. A production control technique may be used to adjust the production schedule, the number of days required for production, the frequency of accidents, input-output ratios, the best time, etc.
• Distribution- The efficiency of the distribution channels, the organization of the sales department, budgeted sales, actual performances, or incentives provided for sales promotional activities.
• Personnel- Personnel policy, appropriate hiring and training practices, cost of manpower development, methods for promotions or performance reviews, maintenance of employee records, labour welfare initiatives, lost working hours, etc.
• Finance and Accounting- Financial Structure adopted, sources of funding, efficacy of funding methods, amount of working capital required, financial controls implemented, accounting system, internal check system built, costing system implemented, activity of cost control devices, etc.
In addition to the data indicated above, the management auditor may require other analysis-related information.